The most important aspect of every organization is the people who serve as the bloodline of the processes that makes them a life-essential part fo the whole aorganizaton

The most important aspect of every organization is the people who serve as the bloodline of the processes that makes them a life-essential part fo the whole aorganizaton. Employees who work beyond what is commensurate for their effort are considered engaged and is valued as the most prized asset for every organization (Kumar and Sia, 2012; Khan, 2013). The organizational performance and stakeholder’s worth is intensified by the strength of employee engagement in domestic and global firms through encouraging and concentrating on addressing high turnover, nurturing the culture of customer oriented organizationo (Molinaro and Weiss, 2008; Markos and Sridevi, 2010).
Engaged employees is clearly identified on the way task are delivered based on expected results with a positive attitude having clear expectations aligned with the organizations goals, which is important for its progress and development. The way things are communicated to the employees is a must as it becomes a pillar of support, a solid foundation and strengthening corporate culture that serve as n for the management of every organization (Sengupta and Ramadoss, 2010; Panda, 2011;; Shuck and Herd, 2012).
The principle of employee engagement was long been conceptualized since the early times and has noticeable evolved until today. Armstrong (2013) realizes that there are numerous ways of defining employee engagement and accepted definition is really yet to be defined and argued upon of what it means. With the current research development, highly engaged teams were selected on the basis of engagement scores, but when the lid on these teams was lifted, we are finding ‘illusions of engagement’, that is to say, teams see themselves as truly attached, but when asked in their own way this means, employees describe job satisfaction not engagement. Gallup (2013) research defines employee engagement as coming to work and doing what is needed and what the employee is capable of and going home happy.
For some, engagement is much more than job satisfaction. Engagement is a clear manifestation of employees behaviour, where they choose to go beyond what is expected and give the very best of themselves at work. The employees iniatiative to express their passion and commitment within their organization and the reason to justify to stay as a form of assurance and the level of dedication manifest in their work is how Karanges, Johnston, Beatson, and Lings (2015) defined enegagement of employee towards work.
The workforce who face the emotional-cognititive practices define their tasks and performance relative to employee engagement. There is a different dimension of employee engagement where emotion, physical, and cognitive engagement is evident in their day-to-day work. (Eldor ; Harpaz, 2015). The needs of employees to be honed of their skills are primarily the management’s responsibility. It is addressed by providing proper training and realizing a conducive workplace environment; in turn, employees have the responsibility to provide a meaningful contribution to the organization. Employee engagement is seen by many organization as an important platform, however, there is no absolute formula to ensure a program will work to increase its level (Wang & Chia-Chun, 2013).
As pinned by Pickering (2016), as manufacturers strive to retain highly skilled labor in today’s tough economic climate, increasing employee pay is not always an option. A more feasible yet highly effective retention strategy instead focuses on increasing employee engagement. Initiatives in retaining valued employees can be promoted through intensified employee engagement activities. The same is true as its affects the increase of the organizational performance. Based on a recent study, there is a 70 percent increase in the productivity of engaged employees. There was also a 78 percent clear improvement in terms of safety manhours, 70 percent decline in the rate of attrition, 86 percent increase in terms of customer satisfaction and 44 percent tangible effect in terms of profit.
The gap in the required skills is primarilly the manufacturers challenge to address; their workforce inabilities to meet the demands are pressures worsened by persistent downtrend on job engagement among their existing employees. The search to increase the level of employees among manufacturing firm is now a great concern in order to minimize the rising level of attrition and other incurred damage to the workforce.
As discussed by Ng (2013), existing facts are emphasizing a direct need to engage and develop existing workers in manufacturing. An index shows that for manufacturing or production workers, only one in four or twenty-four percent has engaged workers, and is ranks last among twelve occupations type. Results also reveal that among manufacturing laborers, significantly 50 percent were disengaged, they are rationally assesed out of their jobs but they are still satisfied with few job requirements, and 26 percent were found dynamically disengaged, and found out to be unhappy and undermining his or her (Gallup, 2012).
A report on employee engagement and job satifaction revealed that several aspects should be given emphasis as it raised significant numbers like opportunities to use skills and abilities with a rate of 63 percent. The 61 percent was attributed to displaced job security and was pointed out as the top contributor to job satisfaction. The 57 percent rate is attributed to the communication between employees and senior management and 54 percent is about the relationship of employees with immediate supervisor and rated as among the highest factors identified (SHRM, 2012). Organizations that cultivate and encourage their employees to fill positions that require advance degree of skills can create lower-level positions that may be filled easier, the SHRM summarized.
The term employee engagement has been associated most of the time on the way it is aligned to the organizations’ mission and its employees’ direct relation to it and proven by the attitude to work (Rahiman ; Kodikal 2017). The kind of work, the level of stress and the working among healthcare industry are factors that have an impact on their job attitude are now a concern among HR managers. Satisfaction of such employees is influenced by Job-related attitudes like satisfaction, leadership, work commitment and job involvement.
Employee satisfaction is the rundown of commitment and engrossment towards their organization and its value. An employee with a optimistic attitude is well aware of the forces at work of business, can polish organizational environment, leading to a all-inclusive development in the satisfaction and efficiency of the entire organization. The study of Rahiman ; Kodikal (2017) suggests that positive effects may lead to better productivity of employees. An experimental analysis was done to identify the factors that have a direct effect on work attitudes and the survey in a Healthcare industry. Statistically, P test, F test, correlation, and regression after validation showed a significant relationship between the attitudes of employees and satisfaction.
Attitudes relative to job and organizational satisfaction are the fundamental research issues in industrial psychology. The relationship between these factors is essential in every organization for maintaining the adeptness of a business enterprise. Research done to test the rate of productivity of similar industries and establishments concluded that some enterprises tirelessly operate much more competently than others. (Gibbons, R., ; Henderson, R. 2012). From the comparable enterprises which clarified the trend in productivity differences comes along the HR practitioner that focuses and getting extensive weight among specified industrial settings as focus for studies (Bandiera et al. 2011).
Job satisfaction has been an important parameter in every profession. Among healthcare services and the medical profession, job satisfaction is considered one of the key issues determining the growth of the system (Platis 2015). The work of the manager in general is to execute job among the subordinates and cascade information to co-workers. The possible link between impact of employees’ work-related attitudes and job satisfaction is visible among progressive organization (Rahiman, & Kodikal, 2017). Employee relationships with management, and work environment. (Markey, 2012) are extending to the magnitude of employees’ emotional, cognitive and personal commitment are all expected at work (Seppala ; Cameron 2015).
The 1985 work of Deci and Ryan has greatly influence to the most significant study on employee engagement (Berens, 2013). From that study, it propagated to a primary work by distinguishing motivation in a holistic approach. The psychological needs for competence, autonomy, and emotional connection are the things that inspire the employees to initiate behavior crucial for psychological health and well-being of an individual and if fulfilled this may lead to finest function and growth. Employees’ commitment directly affects the level of satisfaction (Vandenabeele, 2014).
The ways employees realize their valuable within the organization creates them engaged and committed and find meanin to their work. For Bolman and Deal (2014) when Self Development Theory is leveraged it creates an opportunity for employees’ autonomy, and furthermore, employees can promote encouragement to their immediate circle of peers. The benefits of intrinsic rewards is the product of what transpire form the said inspiration.. In order to attain an increase in employees’ participation there is a need to find meaning in work; though, there is no assurance that the employee will be involved. In order to achieve employee engagement, the need for independence or sense of independence, intrinsic rewards, and influence are essential to achieving this. (Bolman & Deal, 2014).
In the long run, employee engagement influences certainly on employee behaviors, leading to organizational success, as measured against indicators such as productivity, profitability, safety, customer satisfaction and corporate reputation, employee commitment, key staff retention among others particularly in changing labor markets (Dickson, 2011; Mathis and Jackson, 2011).
The work of Macey & Schneider (2008) posited that many of contemporary definitions of employee engagement lack the rigor of academic study. Mainly employee engagement were essentially derived from business, psychology, and human resource consulting practitioner perspectives;. Thus, the key driver according to the literature explored on employee engagement, are workplace culture & work-life balance policies and practices, work-life balance was higlighted that triggers employees’ satisfaction. ( Susi and Jawaharrani, 2011).
Newman and Harrison (2008) on the other hand looked at engagement from three viewpoints namely: satisfaction in a job, workforce behavior, and participation. Cook (2012), realizes engagement mainly thorugh positive response of the employee that has genuine concern over the organization, senses about the organization and is hands-on in relation to achieving organizational goals for customers, coworkers and other stakeholders.
Feelings of urgency, focus, intensity, and enthusiasm are feelings of realizing employee enggament as well as conducts which consist of persistence, proactivity, role enlargement, and flexibility. Macey (2008) An employee engagement model was suggested in value chain in which engagement feelings lead to engagement behaviors and engagement performances lead to satisfaction outcomes Macey et al. (2008).
Engagement is a condition of mind where employees are directed towards indepth concern in the company’s achievement and are both enthusiastic and driven to perform to levels that surpass the stated job requirements. It is the product of how employees perceived work experience in the organization, its frontrunners, the work and the work environment’ (Cummings ; Worley 2015), The employees feeling of being compelled to work for an organization are relatively based on creating conditions under the theory of commitment, while to bring about a situation in which the employee by free choice has a fundamental desire to work in the best interests of the organization is basically the intention in engagement (Hellevig, 2012).
Engagement of employees as per recent studies shows that is a psychological commitment to their work, and the desire to go beyond and above their basic job expectations, and the hunger to deliver a primary role in fulfilling the undertaking of their organisations’, disengaged employees on the other hand were said to be not involved and unresponsive about their jobs and more often express their opinions about the not so good things about the work and the organization. (Gallup, 2013).
Other studies conducted by Gallup’s workplace engagement across the globe reveal that engagement is not the thumb rule in any country. In a